Detailed experience · All engagements
Stéphane Ngalli Ngoua
20 years · 3 countries · 15 sectors
From program management to change management — every engagement in detail, with the real challenges, the decisions made and the measurable results
2022 — Present
Desjardins
Montréal
·
Banking
Jan. 2022 — Present
Program Director — IBM TRIRIGA & Intelligent Buildings
IMMO 360 Program — Optimisation of Desjardins' Real Estate Application Portfolio
Recovery of a critically failing program — 5 M$+ spent with no results, multiple successive project managers who left burned out. Scope: occupancy, real estate planning, lease management (IFRS 16), asset maintenance, BMS, intelligent buildings, digital twins, BIM. Replacement of Archibus/Tagetik by IBM TRIRIGA.
Key achievements
- Full program recovery — governance rebuilt, business/IT authority rebalanced, solution architecture redesigned
- RFP coordination — selection of IBM TRIRIGA and integrator JLL
- Business case design and detailed program planning
- Agile/Scrum implementation — ceremonies set up, team ownership established
- First TRIRIGA dual-module go-live (Leases + Occupancy) — delivered on time, November 2023
- RPA solution for energy data acquisition at source — delivered July 2025
- Occupancy data quality improvement in TRIRIGA — delivered July 2025
- TRIRIGA Capital Projects module — full real estate lifecycle management — delivered November 2025
- TRIRIGA database migration DB2 → AWS — delivered September 2025
- Budget management ±25 M$ — multi-team coordination: IT, security, lines of defence, business, political dynamics in a highly hierarchical organisation
Ongoing projects
- IBM TRIRIGA version upgrade
- TRIRIGA migration to IBM MAS (M-REF architecture)
- CMMS RFP — IBM Maximo Manage vs ServiceNow Asset Management
- Master BMS integration — intelligent buildings: occupancy sensors, Wi-Fi data fusion, real-time energy control
- Business case: intelligent buildings deployment across the full Desjardins portfolio
Program budget: 5 M$/year
Technical environment
IBM TRIRIGAIBM MASIBM MaximoServiceNowAWSRPABMSJIRAMS Project
2019 — Present
Kâ Expertise
Montréal
·
Consulting
Jan. 2019 — Present
Founder & CEO
Consulting firm — Root problem formulation before any strategic decision
Clients: HappyFresh, Iprosper, Ucareskin, Omnivore, Construct, Groupe DMV, Insitu-IT, Finally
- Company structure set up and brand identity defined
- Communication tools established — website, logo, social media
- Sales team built
- Resources recruited — project managers, scrum masters, developers, solution architects
2017 — 2022
Banque Nationale du Canada
Montréal
·
Banking
Jun. 2017 — Jan. 2022
Senior Project Director — Scrum Master
Techno Recruitment — Recruitment, Mobility & Talent Development Solution
- RFP coordination — evaluation of Talentbrew, SuccessFactors, Avature, Phenom, SmartRecruiter
- Business case built
- Solution vendor selected
MMM — Marketing Mix Modeling
- Stakeholder impact analysis and identification
- Target process design
- Change management strategy and plan
- Operational process implementation
- Execution team coordination
Financing Value Chain — Coordination of 8 Delivery Squads
- Coordination of all financing value chain deployments
- Impact analysis
- Deployment visibility ceremonies organised for stakeholders
Legal Department — Replacement of Enact and Legal Suite by JurisConcept
- Project planning
- Vendor relationship management
- Internal project teams managed — business and technical
- Budget tracking and steering committee management
RASA Artificial Intelligence — Delivery of a Cross-Functional Chatbot Capability
Deployment of the SBIP-v2 chatbot (My Online Banking) to answer retail customer questions.
- Agile delivery — JIRA backlog created, Scrum ceremonies facilitated
- Budget management between 1 M$ and 2 M$
- Teams managed — stakeholders, vendor, internal teams
- Risks and issues management
Budget: 1–2 M$
Collibra & IBM IGS — Metadata Governance
Implementation of the business, human and technical processes required to optimise metadata governance across the bank. Deployment of Collibra replacing IBM IGS.
- Agile delivery (SAFe — Scrum)
- Budget management between 3 M$ and 6 M$
- Teams managed — stakeholders, vendor, internal teams
- Risks and issues management
Budget: 3–6 M$
Fenergo & IBM MDM AE — 360° Customer Data View
Deployment of the IBM MDM AE user interface — 360° view of all commercial and retail customer data for all BNC employees. Replacement of the ICOP application by FENERGO for client compliance management.
- Agile delivery (SAFe — Scrum) — JIRA backlog created
- Budget management between 15 M$ and 25 M$
- Teams managed — stakeholders, vendor, internal teams
- Risks and issues management
Budget: 15–25 M$
Technical environment
IBM MDM AESOAOpenshiftJIRAFenergoCracFircosoftMelissaCollibraRASAJurisConceptSmartRecruiter
2016 — 2017
Senior Project Director
Overlord — Electricity Offer Commercialisation for Retail Customers
Agile deployment of Salesforce coupled with Pardot for email campaigns targeting gas customers for electricity contract subscriptions, with electronic signature and archiving in DocuSign.
- Salesforce/Pardot/DocuSign deployment in Agile mode
- Contract push-back into SAP CRM 7 via an EAI
- Contract activation via interface with electricity provider Enedis
- Budget between 1 M$ and 2 M$
Budget: 1–2 M$
IT Department Organisational Redesign
- Capacity management process implementation in Sciforma
- Migration from Waterfall project management to Agile
- Business-oriented service organisation established
Ernst & Young Audit — ELC Control Deficiencies Resolved
- Technical authorisation matrix updated
- Critical application controls identified from a financial perspective
- Log management and application mapping
- Data classification matrix implemented
Application Support and Third-Party Application Maintenance
- Team of 15 consultants managed
- Production tickets reduced from 600 to 25
- CGI contract amendment drafted and negotiated
- TMA and Level 1 & 2 support resources selected and recruited
- New ITSM tool selection and deployment project managed (JIRA Service Desk)
Technical environment
SAP BWSAP CRM 7SAP ISUSAP FICASalesforcePardotDocuSignMagic Software (EAI)JIRA Service DeskSciforma
2013 — 2016
BDC & Multiple Clients
Montréal · Québec
·
Multi-sector
Feb. 2013 — Mar. 2016
Senior Business Analyst & Project Director
BDC — Technology Investment Plan and System Selection
Supporting BDC clients in their technology investment and action plans.
- Information system assessment and alignment with strategic objectives
- Master business process mapping and technology recommendations
- Current state review, functional needs analysis, RFP drafting
- Potential solutions and integrators identified, demonstrations organised
- Contract negotiation with selected vendor
Pharmascience — FDA Compliance / SAP ECC6
SAP ECC6 evolution to meet FDA (Food and Drug Administration) compliance requirements.
- Agile project management — budget ~1 M$
- System compliance gap identification
- Gap understanding workshops and requirements workshops facilitated
- Source and target business process mapping
- Communication strategy implemented
- Weekly monitoring committees and monthly steering committees organised and facilitated
Budget: ~1 M$
Technical environment
SAP MMSAP PPSAP WMSAP QM
EBC — ERP Selection Following Failed Implementation
Selection of a new ERP system following a failed previous implementation. Departments impacted: procurement, accounting, forecasting, document management, asset management, payroll, project management.
- Current state and growth strategy review
- Source and target business process analysis and mapping
- RFP drafted, vendor demonstrations organised
- Contract negotiation with selected vendor
Solutions evaluated
CTRL ConstructionSAP All in OneNetSuiteDivaltoMaestroMS Dynamics AXOracle EBSSage X3
Groupe Océan — SAP All in One Implementation · Change Management
- Preliminary analysis and HR Director coaching
- Stakeholder identification and analysis, impact analysis
- Source and target business process mapping
- Communication and training strategy developed
- Business resource readiness measured
- Communication, support and training plan executed
Technical environment
SAP ECC6SAP PSSAP MMSAP FICO
Paladin Labs — Post-SAP Migration Stabilisation
Management of the SAP information system migration stabilisation from the Pharmascience environment to the Endo environment.
- Gap analysis between Endo and Paladin Labs business processes
- Teams coordinated to resolve production anomalies
Technical environment
SAP ECC6SAP MMSAP PPSAP QMSAP FICOSolution Manager
Pharmascience — Travel & Expense Management · Solution Selection
- Business needs analysis and process mapping
- Requirements matrix and RFP drafted
- Solutions and potential vendors identified, responses analysed
- Demonstration workshops facilitated, solution evaluated and selected
- Business case drafted
Multi-sector ERP Selections — Société Laurentide · Groupe Emballage Spécialisé · Groupe Simoneau · Kubota · Averna · Atlas Aeronautik · Cartouches Certifiées · Clinique GO
ERP system selection and technology investment plan mandates in manufacturing, engineering, aerospace, retail and services sectors.
- Current state and growth strategy review
- Source and target business process analysis and mapping
- Potential improvement areas identified
- RFP drafted, potential solutions and integrators identified
- Vendor demonstrations organised and facilitated
- Contract negotiation with selected vendor
Solutions evaluated
OdooNetSuiteEpicorSAP Business OneSAP All in OneInforMS Dynamics AXMS Dynamics NAVGeniusSage X3IFSSalesforceFieldoneServiceMax
2013 — 2014
Halo Pharma
Montréal
·
Pharmaceuticals
Jul. 2013 — Feb. 2014
Project Director
SAP Server Migration from Germany to CGI Dickson Montréal
- Planning and budgeting
- Client relationship managed — Halo Pharma Montréal, TEVA Germany and CGI Dickson (integrator)
- Task monitoring and steering committee facilitation
- Crisis communications management
SAP PS Module Implementation for the R&D Department
Analysis of the opportunity to implement the PS module for R&D project management — distinction between production vs R&D raw materials, R&D project cost tracking, billing management.
- Business case and source/target business process mapping
- Requirements matrix drafted and initiative scoped
- Integrator selected and integration managed
Budget: 1–2 M$
Technical environment
SAP ECC6SAP PSSAP MMSAP PPSAP WMSAP SDSAP LE
2011 — 2013
LogteamERP · ENI
Paris
·
Consulting · Energy
Dec. 2011 — Jul. 2013
Management Consultant — Quality Project Director
ENI — SAP CRM 7 and ISU ECC6 HP5 Implementation Following Altergaz Acquisition
- Team of 7 consultants managed — budget ~7 M$
- Impacted resources identified and business process mapping completed
- Use cases and test cases drafted — over 2,500 test cases, 60 business processes
- Workload assessed and test execution planning completed
- JIRA and Squash TM test tools configured
- Monitoring indicators set up
- Business resource training managed and delivered
Budget: ~7 M$
Technical environment
SAP CRM 7SAP IS-U ECC6 HP5JIRASquash TM
2007 — 2011
CGI · ENGIE · AIRBUS
Paris
·
Consulting · Energy · Aerospace
Jul. 2007 — Dec. 2011
Management Consultant — Project Director · 🏆 Best Consultant Award — Logica Paris, 2011
ENGIE — End-to-End Test Strategy · SOA / SAP CRM / ISU Implementation
- Stakeholders identified and business processes mapped
- End-to-end test strategy designed (RRBT methodology)
- Mercury Quality Center 11.0 configured
- End-user testing planned and coordinated
Technical environment
Advisor PortalSOASAP CRM 7SAP ISU ECC6Mercury QC 11.0
AIRBUS — Multi-scope Projects · Budget 7 M$+
- Memotech (CPA Global) deployed for EADS group patent management
- Search engine solution selected for the marketing department
- Internet Explorer version upgrade (IE6 → IE8) for the entire EADS group
- Business case — ROI calculated and five-year business plan developed
- Design workshops organised and facilitated
- International coordination travel to Italy, Spain, England and Germany
Budget: 7 M$+
RATP — Third-Party Application Testing · Oracle EBS Version Upgrade
- Business processes at risk mapped against the version upgrade
- RRBT methodological framework established — team of 5 Oracle EBS consultants managed
- Salomé and Mantis tools configured
- Test scenarios designed, executed and tracked
Budget: 1.8 M$
Technical environment
Oracle EBS 11.0Oracle EBS 12.0SaloméMantis
ENGIE — SUEZ/ENGIE Merger · 32 Applications Impacted
- Test strategy, test plan and acceptance execution tracking
- Team of 20 functional consultants set up and managed
- Business processes at risk mapped against the database merger
- Steering committees facilitated and system anomaly correction cycle tracked
Budget: 2.4 M$
Technical environment
Oracle EBSSAP32 applications
ALSTOM — Non-Regression Test Automation · Global SAP Version Upgrade
- Business processes at risk mapped and version-related changes identified
- Use cases and test cases drafted
- Quality Center and Quick Test Pro configuration team managed
- Business test reporting, budgeting and planning
Technical environment
SAP MMSAP PPMercury Quality CenterQuick Test Pro
SHELL / Butagaz — On Board Computing Training · Fleet of 60 Trucks
Deployment of an OBC with printers in the liquid gas delivery truck fleet — remote access to the central SAP system, route management and delivery note printing.
- End-user impact analysis and process mapping
- Training kit developed based on business processes
- Truck drivers trained across the entire French territory
2003 — 2007
ENGIE · EDF · ALLIANZ
Paris
·
Energy · Insurance
2003 — 2007
Project Director · Change Management · Crisis Communication
ENGIE (Savelys) — Change Management · Oracle EBS Deployment · Gazelle Project
Change management to facilitate Oracle EBS adoption by the finance department of the Île-de-France regional office of Savelys. Modules AP, AR, GL.
- Target population counted and impact-analysed
- Business process mapping and end-user training materials produced
- System gap analysis between As-is and To-be
- Resistance to change measured and communication actions taken
- End-user training delivered
Technical environment
Oracle EBSHP 3000AS 400
EDF — Communication Strategy for Long-Lived High-Level Nuclear Waste Management
Following the opening of the European electricity market and in response to the Bataille Act requiring nuclear waste producers to find a long-term management solution.
- Senior management communication objectives elicited
- EDF positioning defined — electricity producer versus nuclear waste producer
- Target audiences analysed and communication channels determined
- Lobbying conducted with influence groups — AREVA, political representatives, INDRA
- Communication strategy defined and communication plan implemented
ALLIANZ — AGF Overseas Division Intranet
- Business case — initiative rationale elicited
- Impacted departments identified and impact-analysed
- Impacted business processes mapped
- Requirements elicitation workshops planned and facilitated
- RFP drafted, potential vendors identified
- Demonstration workshops organised and vendor selection supported
- Integration project managed